Pub Date : 2024-07-10DOI: 10.1108/eemcs-09-2023-0342
Neha Tiwari, Vibhuti Gupta, Sheetal Sharma
Learning outcomes After completion of the case study, students will be able to decipher key concepts underpinning sustainable entrepreneurship and its application in the recognition and exploitation of sustainable business opportunities, decipher the application of circular economy business models, understand the pivots to achieve the billion-dollar valuation and analyse the strategies for value creation during the pivoting journey of a startup. Case overview/synopsis The case study traces the journey of Phool.Co, a sustainable biomaterial startup based in a Tier II city of Kanpur located in the state of Uttar Pradesh, India, by Ankit Agarwal in 2017. Agarwal started with the vision of providing solution to the effects of water pollution and environmental damage. Ganga is not just a river, rather it is the symbol of cultural and religious faith in India. Although the river Ganga is considered a deity in India, it is one of the most polluted rivers. Every year 8,000,000 metric tonnes of waste flowers are dumped into the sacred river to pollute it further. The pollution poses grave dangers to the health and livelihood of millions of Indians. Phool.Co is a sustainable enterprise that has pioneered flower cycling technology. The dumped flowers are recycled to produce organic incense sticks, Florafoam, and “Fleather – the organic alternative to leather”. The case study traces the genesis of Phool.Co and its approach towards sustainability in the context of the circular economy. The case study primarily explores the pivot points for a startup to enter the unicorn club in the present context. To achieve the desired valuation, Agarwal must decide to rethink its business model. Will franchise model work for Phool.Co? Should Agarwal scale up with commercialization of Florafoam to capitalize the opportunity in packaging industry? Vegan leather is a nascent market and how will the consumers respond to Fleather is a pertinent question. The case study attempts to explore the challenges encountered in augmenting the valuation of sustainable enterprises. Complexity academic level This case study is suitable for graduate and postgraduate students enrolled in courses related to entrepreneurship, innovation and sustainability. The case study is of intermediate-level difficulty. There are no specific prerequisites to understand the case. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
{"title":"Transforming stench to scent – the case of Phool.Co.","authors":"Neha Tiwari, Vibhuti Gupta, Sheetal Sharma","doi":"10.1108/eemcs-09-2023-0342","DOIUrl":"https://doi.org/10.1108/eemcs-09-2023-0342","url":null,"abstract":"Learning outcomes\u0000After completion of the case study, students will be able to decipher key concepts underpinning sustainable entrepreneurship and its application in the recognition and exploitation of sustainable business opportunities, decipher the application of circular economy business models, understand the pivots to achieve the billion-dollar valuation and analyse the strategies for value creation during the pivoting journey of a startup.\u0000\u0000Case overview/synopsis\u0000The case study traces the journey of Phool.Co, a sustainable biomaterial startup based in a Tier II city of Kanpur located in the state of Uttar Pradesh, India, by Ankit Agarwal in 2017. Agarwal started with the vision of providing solution to the effects of water pollution and environmental damage. Ganga is not just a river, rather it is the symbol of cultural and religious faith in India. Although the river Ganga is considered a deity in India, it is one of the most polluted rivers. Every year 8,000,000 metric tonnes of waste flowers are dumped into the sacred river to pollute it further. The pollution poses grave dangers to the health and livelihood of millions of Indians. Phool.Co is a sustainable enterprise that has pioneered flower cycling technology. The dumped flowers are recycled to produce organic incense sticks, Florafoam, and “Fleather – the organic alternative to leather”. The case study traces the genesis of Phool.Co and its approach towards sustainability in the context of the circular economy. The case study primarily explores the pivot points for a startup to enter the unicorn club in the present context. To achieve the desired valuation, Agarwal must decide to rethink its business model. Will franchise model work for Phool.Co? Should Agarwal scale up with commercialization of Florafoam to capitalize the opportunity in packaging industry? Vegan leather is a nascent market and how will the consumers respond to Fleather is a pertinent question. The case study attempts to explore the challenges encountered in augmenting the valuation of sustainable enterprises.\u0000\u0000Complexity academic level\u0000This case study is suitable for graduate and postgraduate students enrolled in courses related to entrepreneurship, innovation and sustainability. The case study is of intermediate-level difficulty. There are no specific prerequisites to understand the case.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 3: Entrepreneurship.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"18 9","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141659553","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-14DOI: 10.1108/eemcs-12-2023-0454
Sapna U. Malya, Renuka Kamath
Learning outcomes The case study will provide an opportunity for students to identify the challenges a business-to-business (B2B) organization in a commodity product category faces in a growing environment. The students will learn to analyze and evaluate different strategies for growth and profitability. The students will be equipped to make decisions based on financial and nonfinancial data and the trade-offs therein. The case study will enable students to understand the application of the concept of operating leverage in different business conditions. Case overview/synopsis The leadership team at Mangalam Organics Limited (MOL) was worried about the company’s future in December 2021. The chief strategy officer (CSO), Akshay Dujodwala; the chairman, Kamal Dujodwala and the managing director, Pankaj Dujodwala had watched MOL go through many ups and downs. MOL manufactured camphor powder and supplied it to tableters [1], who would convert it into tablets, essentially used for Puja [2] purposes in India. Camphor was a white, waxy terpenoid with a strong aroma. It was mainly a commodity business with no pricing power when MOL supplied it in bulk to tableters. They had ventured into the business-to-customer (B2C) [3] space with their consumer brand “Mangalam” camphor tablets, positioned for religious uses in homes. However, this formed a very small percentage of their turnover. With thin margins and a low growth rate, it was difficult for MOL to sustain and grow, especially in the B2B [4] business. To make matters worse, their manufacturing unit caught fire in 2015, causing a major blow to their business. Under the leadership of their CSO, Akshay, they implemented strategies that helped the company bring down costs and wastage. Akshay helped MOL diversify further into the B2C market through their brands, “CamPure” for home care products and “Cam+” for health-care products. Huge expenditures on marketing and advertising were incurred to promote these brands. The COVID-19 pandemic watched the world go through a terrible phase with lockdown and rising health issues (both physical and mental). Camphor found an interesting place in immunity and religious purposes due to its aromatherapy properties and evoking feelings of relaxation. The newfound use helped MOL achieve an unexpectedly higher turnover. But Akshay knew that camphor, by itself, was fickle in providing profitability. To sustain growth post-COVID-19, MOL would urgently need to look for growth options. After giving it a lot of thought, he was faced with three options – he could either focus on CamPure as a B2C option, or concentrate completely on camphor powder and aroma as an existing B2B option or take the third option to go in for a first of its kind exclusive stores for all types of puja items called Pooja Sangam. While all these options had their own pros and cons, he had to now decide which was the best financially viable option for MOL as a way forward. Complexity academic level The cas
{"title":"Mangalam Organics Limited: making camphor grow innovatively","authors":"Sapna U. Malya, Renuka Kamath","doi":"10.1108/eemcs-12-2023-0454","DOIUrl":"https://doi.org/10.1108/eemcs-12-2023-0454","url":null,"abstract":"Learning outcomes\u0000The case study will provide an opportunity for students to identify the challenges a business-to-business (B2B) organization in a commodity product category faces in a growing environment. The students will learn to analyze and evaluate different strategies for growth and profitability. The students will be equipped to make decisions based on financial and nonfinancial data and the trade-offs therein. The case study will enable students to understand the application of the concept of operating leverage in different business conditions.\u0000\u0000Case overview/synopsis\u0000The leadership team at Mangalam Organics Limited (MOL) was worried about the company’s future in December 2021. The chief strategy officer (CSO), Akshay Dujodwala; the chairman, Kamal Dujodwala and the managing director, Pankaj Dujodwala had watched MOL go through many ups and downs. MOL manufactured camphor powder and supplied it to tableters [1], who would convert it into tablets, essentially used for Puja [2] purposes in India. Camphor was a white, waxy terpenoid with a strong aroma. It was mainly a commodity business with no pricing power when MOL supplied it in bulk to tableters. They had ventured into the business-to-customer (B2C) [3] space with their consumer brand “Mangalam” camphor tablets, positioned for religious uses in homes. However, this formed a very small percentage of their turnover. With thin margins and a low growth rate, it was difficult for MOL to sustain and grow, especially in the B2B [4] business. To make matters worse, their manufacturing unit caught fire in 2015, causing a major blow to their business. Under the leadership of their CSO, Akshay, they implemented strategies that helped the company bring down costs and wastage. Akshay helped MOL diversify further into the B2C market through their brands, “CamPure” for home care products and “Cam+” for health-care products. Huge expenditures on marketing and advertising were incurred to promote these brands. The COVID-19 pandemic watched the world go through a terrible phase with lockdown and rising health issues (both physical and mental). Camphor found an interesting place in immunity and religious purposes due to its aromatherapy properties and evoking feelings of relaxation. The newfound use helped MOL achieve an unexpectedly higher turnover. But Akshay knew that camphor, by itself, was fickle in providing profitability. To sustain growth post-COVID-19, MOL would urgently need to look for growth options. After giving it a lot of thought, he was faced with three options – he could either focus on CamPure as a B2C option, or concentrate completely on camphor powder and aroma as an existing B2B option or take the third option to go in for a first of its kind exclusive stores for all types of puja items called Pooja Sangam. While all these options had their own pros and cons, he had to now decide which was the best financially viable option for MOL as a way forward.\u0000\u0000Complexity academic level\u0000The cas","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"53 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141343855","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-14DOI: 10.1108/eemcs-10-2023-0416
S. Laddha, Vatsala Bose
Learning outcomes After completion of the case study, students will be able to understand organic farming challenges in India, analyze Two Brothers Organic Farms’ (TBOF) value chain for creating shared values, evaluate marketing mix and product development strategies, explore social media’s impact on marketing and explore and propose strategies for long-term sustainability in the organic farming industry. Case overview/synopsis The case study revolves around the entrepreneurial journey of Ajinkya and Satyajit Hange, two brothers who transitioned from successful banking careers to pursue their passion for organic farming. Establishing TBOF in Pune, India, the duo faced challenges in introducing organic produce to a market resistant to change. With a commitment to regenerative agriculture, they implemented innovative farming practices, including desi cow rearing, multicropping and indigenous seeds. The narrative unfolds the brothers’ strategic roles, where Ajinkya manages crop production, and Satyajit focuses on marketing. Emphasizing a trusted brand built on quality, they expanded their product portfolio (Figure 2), reaching 52 countries through direct marketing and word of mouth. As the organic food industry surged postpandemic, TBPF faced challenges in meeting rising demand. The case study discusses the organic farming sector in India, underscoring the brothers’ efforts to combat harmful agro-inputs. The dilemmas lie in navigating the niche organic market, supply–demand imbalances and the need for sustainable business processes. The case study aims to explore the strategic decisions and dilemmas encountered by TBOF, offering insights into the complexities of sustainable entrepreneurship in the Indian organic farming sector. Complexity academic level This case study should be used in marketing and management classes at the undergraduate level. Applicable concepts include artificial intelligence, social media, content and information. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
{"title":"Two Brothers Organic Farms: building shared value in a competitive market","authors":"S. Laddha, Vatsala Bose","doi":"10.1108/eemcs-10-2023-0416","DOIUrl":"https://doi.org/10.1108/eemcs-10-2023-0416","url":null,"abstract":"Learning outcomes\u0000After completion of the case study, students will be able to understand organic farming challenges in India, analyze Two Brothers Organic Farms’ (TBOF) value chain for creating shared values, evaluate marketing mix and product development strategies, explore social media’s impact on marketing and explore and propose strategies for long-term sustainability in the organic farming industry.\u0000\u0000Case overview/synopsis\u0000The case study revolves around the entrepreneurial journey of Ajinkya and Satyajit Hange, two brothers who transitioned from successful banking careers to pursue their passion for organic farming. Establishing TBOF in Pune, India, the duo faced challenges in introducing organic produce to a market resistant to change. With a commitment to regenerative agriculture, they implemented innovative farming practices, including desi cow rearing, multicropping and indigenous seeds. The narrative unfolds the brothers’ strategic roles, where Ajinkya manages crop production, and Satyajit focuses on marketing. Emphasizing a trusted brand built on quality, they expanded their product portfolio (Figure 2), reaching 52 countries through direct marketing and word of mouth. As the organic food industry surged postpandemic, TBPF faced challenges in meeting rising demand. The case study discusses the organic farming sector in India, underscoring the brothers’ efforts to combat harmful agro-inputs. The dilemmas lie in navigating the niche organic market, supply–demand imbalances and the need for sustainable business processes. The case study aims to explore the strategic decisions and dilemmas encountered by TBOF, offering insights into the complexities of sustainable entrepreneurship in the Indian organic farming sector.\u0000\u0000Complexity academic level\u0000This case study should be used in marketing and management classes at the undergraduate level. Applicable concepts include artificial intelligence, social media, content and information.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 11: Strategy.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"61 14","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141338606","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-06DOI: 10.1108/eemcs-12-2023-0518
Praveen Gupta, Rajkumari Mittal, Smita Dayal
Learning outcomes This case study will help students of business management learn the dynamics of strategic decision-making frameworks in a competitive market. After working through the case and assignment questions, the students will be able to understand the 5C framework for strategic decision-making in the context of sports utility vehicles (SUV) segment of Indian automobile industry; identify the opportunities and challenges of the competitive SUV market for long-term survival and growth; and devise a suitable strategic plan incorporating the factors which drive the change in the dynamic automobile industry. Case overview/synopsis The case study talks about the dilemma faced by Mahindra and Mahindra (M&M), a subsidiary of Mahindra Group. M&M, one of the leading auto manufacturers and pioneers of SUVs in India, has been facing a storm across its business in the past few years. While M&M is making a concerted effort to go back on the road to success, its rivals are not standing idly either. Consumer behaviour towards the purchase of cars is changing at a fast pace, and sales of utility vehicles have surpassed the sales of passenger vehicles in the recent past. M&M, whose work culture is a blend of being friendly and performance-oriented to “Rise”, is prepared to take advantage of any opportunity presented by shifting market trends. Following the 10% increase in SUV registrations in 2023, the business is making many attempts to reclaim the ground it is losing in the Indian market. After dropping from its highest position of 53% in FY 2012 to 15% in FY 2021, M&M’s market share increased to 18% in FY 2023. M&M launched a new logo for its SUV portfolio in August 2021 and launched many SUVs back-to-back, such as Thar, Bolero, XUV700 and Scorpion-N, to face the competition. In 2023, M&M chartered the first position in SUVs by revenue, with a market share of 19.1% and ready for 2024 with six new SUVs. The way M&M performed in 2023 is evidence of its primary objective, which is to offer authentic SUVs to lead the SUV market in revenue share. However, there are still many obstacles in the way. When consumers have so many options from rivals such as Hyundai, KIA Motors and TATA Motors, would it be easy for M&M to bring back its SUVs to the market? Complexity academic level The case study is designed for use in a postgraduate-level course in the subjects – strategic management/marketing management. The case study provides an opportunity to discuss how a company can create a unique selling proposition for its product to sustain its growth in a competitive market, when consumers have so many options from rivals. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy
学习成果本案例研究将帮助企业管理专业的学生了解竞争市场中战略决策框架的动态。通过本案例和作业题的学习，学生将能够理解印度汽车行业运动型多用途车（SUV）细分市场中战略决策的 5C 框架；识别竞争激烈的 SUV 市场为长期生存和发展带来的机遇和挑战；并结合推动动态汽车行业变革的各种因素，制定合适的战略计划。M&M 是印度领先的汽车制造商之一，也是 SUV 的先驱，在过去几年中，其整个业务都面临着一场风暴。虽然 M&M 正在齐心协力重返成功之路，但其竞争对手也没有袖手旁观。消费者的购车行为正在发生快速变化，近年来，多功能汽车的销量已经超过了乘用车的销量。M&M 公司的工作文化是 "崛起 "的亲和力和以业绩为导向的融合，它已准备好利用市场趋势变化带来的任何机会。继 2023 年 SUV 注册量增长 10%之后，该公司正在做出许多尝试，以夺回其在印度市场上失去的阵地。M&M 的市场份额从 2012 财年最高的 53% 降至 2021 财年的 15%，2023 财年又增至 18%。2021 年 8 月，M&M 为其 SUV 产品组合推出了新标识，并相继推出了多款 SUV，如 Thar、Bolero、XUV700 和 Scorpion-N，以应对竞争。2023 年，M&M 以 19.1% 的市场份额占据了 SUV 领域收入第一的位置，并准备在 2024 年推出六款全新 SUV。M&M 在 2023 年的表现证明了它的首要目标，即提供真正的 SUV，在 SUV 市场的收入份额中处于领先地位。然而，前进的道路上仍有许多障碍。当现代汽车、起亚汽车和塔塔汽车等竞争对手为消费者提供了如此多的选择时，M&M公司要想重新将其SUV推向市场谈何容易？本案例研究提供了一个机会来讨论当消费者有如此多的竞争对手可供选择时，公司如何为其产品创建独特的销售主张，从而在竞争激烈的市场中保持增长。
{"title":"M&M: accelerating and re-energising its SUV business in India","authors":"Praveen Gupta, Rajkumari Mittal, Smita Dayal","doi":"10.1108/eemcs-12-2023-0518","DOIUrl":"https://doi.org/10.1108/eemcs-12-2023-0518","url":null,"abstract":"Learning outcomes\u0000This case study will help students of business management learn the dynamics of strategic decision-making frameworks in a competitive market. After working through the case and assignment questions, the students will be able to understand the 5C framework for strategic decision-making in the context of sports utility vehicles (SUV) segment of Indian automobile industry; identify the opportunities and challenges of the competitive SUV market for long-term survival and growth; and devise a suitable strategic plan incorporating the factors which drive the change in the dynamic automobile industry.\u0000\u0000Case overview/synopsis\u0000The case study talks about the dilemma faced by Mahindra and Mahindra (M&M), a subsidiary of Mahindra Group. M&M, one of the leading auto manufacturers and pioneers of SUVs in India, has been facing a storm across its business in the past few years. While M&M is making a concerted effort to go back on the road to success, its rivals are not standing idly either. Consumer behaviour towards the purchase of cars is changing at a fast pace, and sales of utility vehicles have surpassed the sales of passenger vehicles in the recent past. M&M, whose work culture is a blend of being friendly and performance-oriented to “Rise”, is prepared to take advantage of any opportunity presented by shifting market trends. Following the 10% increase in SUV registrations in 2023, the business is making many attempts to reclaim the ground it is losing in the Indian market. After dropping from its highest position of 53% in FY 2012 to 15% in FY 2021, M&M’s market share increased to 18% in FY 2023. M&M launched a new logo for its SUV portfolio in August 2021 and launched many SUVs back-to-back, such as Thar, Bolero, XUV700 and Scorpion-N, to face the competition. In 2023, M&M chartered the first position in SUVs by revenue, with a market share of 19.1% and ready for 2024 with six new SUVs. The way M&M performed in 2023 is evidence of its primary objective, which is to offer authentic SUVs to lead the SUV market in revenue share. However, there are still many obstacles in the way. When consumers have so many options from rivals such as Hyundai, KIA Motors and TATA Motors, would it be easy for M&M to bring back its SUVs to the market?\u0000\u0000Complexity academic level\u0000The case study is designed for use in a postgraduate-level course in the subjects – strategic management/marketing management. The case study provides an opportunity to discuss how a company can create a unique selling proposition for its product to sustain its growth in a competitive market, when consumers have so many options from rivals.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 11: Strategy\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"14 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141376960","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-06DOI: 10.1108/eemcs-12-2023-0471
Ubedullah Memon, Qamarunnisa Aziz, Nabeela Arain, Maham Zahra, Masroor Ali
Learning outcomes After reading this case study, the students will be able to analyze an external environment using the PESTLE framework for identifying key factors and assessing their impact on strategic decision-making, evaluate the importance of the company, competitors and customers in strategic decision-making and how the 3Cs model provides useful insights in a competitive environment and get useful insights from PESTLE and the Ansoff matrix for making well-informed strategic growth decisions. Case overview/synopsis The Indus Bakers, led by Suresh Kumar, Ajeet Kumar and Kareem Ahmed, faced stagnant sales in Sukkur’s bustling bakery industry. Expanding from Larkana, the bakery grapples with fierce competition from newcomers and home-based bakers. Managers discuss concerns over market shifts and cost constraints, placing Suresh in a pivotal decision-making role. He must decide whether to introduce specialized dietary offerings, set up kiosks at transport hubs, explore local tea culture or target corporate clients. Each path poses challenges and opportunities. As the Indus Bakers stand at this critical juncture, Kumar’s choices will define its role in Sukkur’s evolving bakery landscape, blending tradition with adaptability in a dynamic market. Complexity academic level This case study is suitable for teaching the graduates of management sciences, Bachelor of Business Administration and Master of Business Administration programs, particularly in the courses of corporate strategy, marketing management and entrepreneurship. It offers valuable insights to students and helps in strategic decision-making within the business landscape, emphasizing the consideration of both macro and micro environmental factors. This case study equips learners to digest how companies navigate competitive markets and adapt their strategies in response to changing market dynamics. Through exploring the challenges faced by the Indus Bakers and their strategic responses, students can glean practical lessons in corporate strategy, environmental analysis, competitive strategy, market analysis and business resilience. This approach prepares students to tackle real-world business scenarios, fostering critical thinking and strategic acumen essential for future business leaders. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
{"title":"The Indus Bakers: recipe for resilience","authors":"Ubedullah Memon, Qamarunnisa Aziz, Nabeela Arain, Maham Zahra, Masroor Ali","doi":"10.1108/eemcs-12-2023-0471","DOIUrl":"https://doi.org/10.1108/eemcs-12-2023-0471","url":null,"abstract":"Learning outcomes\u0000After reading this case study, the students will be able to analyze an external environment using the PESTLE framework for identifying key factors and assessing their impact on strategic decision-making, evaluate the importance of the company, competitors and customers in strategic decision-making and how the 3Cs model provides useful insights in a competitive environment and get useful insights from PESTLE and the Ansoff matrix for making well-informed strategic growth decisions.\u0000\u0000Case overview/synopsis\u0000The Indus Bakers, led by Suresh Kumar, Ajeet Kumar and Kareem Ahmed, faced stagnant sales in Sukkur’s bustling bakery industry. Expanding from Larkana, the bakery grapples with fierce competition from newcomers and home-based bakers. Managers discuss concerns over market shifts and cost constraints, placing Suresh in a pivotal decision-making role. He must decide whether to introduce specialized dietary offerings, set up kiosks at transport hubs, explore local tea culture or target corporate clients. Each path poses challenges and opportunities. As the Indus Bakers stand at this critical juncture, Kumar’s choices will define its role in Sukkur’s evolving bakery landscape, blending tradition with adaptability in a dynamic market.\u0000\u0000Complexity academic level\u0000This case study is suitable for teaching the graduates of management sciences, Bachelor of Business Administration and Master of Business Administration programs, particularly in the courses of corporate strategy, marketing management and entrepreneurship. It offers valuable insights to students and helps in strategic decision-making within the business landscape, emphasizing the consideration of both macro and micro environmental factors. This case study equips learners to digest how companies navigate competitive markets and adapt their strategies in response to changing market dynamics. Through exploring the challenges faced by the Indus Bakers and their strategic responses, students can glean practical lessons in corporate strategy, environmental analysis, competitive strategy, market analysis and business resilience. This approach prepares students to tackle real-world business scenarios, fostering critical thinking and strategic acumen essential for future business leaders.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 11: Strategy.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"142 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141376755","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-06DOI: 10.1108/eemcs-10-2023-0414
Sunil Kumar, Ravindra Shrivastava
Learning outcomes After completion of the case study, the participants will be able to understand the significance of quality as a pivotal domain within project management and to analyze the issues related to quality and offer logical solutions. Case overview/synopsis In this case, the Bharat Bijlee Construction Limited (BBCL) group, with a proven track record of over five decades in the transmission and distribution business in India, decided to venture into international projects, considering the prevailing stagnant domestic power sector. They secured contracts worth $85m from the “Shariket Karhaba Koudiet Eddraouch Spa,” a state-owned company responsible for power generation, transmission and distribution in Algeria. However, during the execution phase of these projects, BBCL encountered significant challenges related to product and service quality. These challenges arose due to the tight schedule constraints and cost considerations, as well as a lack of understanding of the dynamics involved in executing international projects, especially in the demanding conditions of the sub-Saharan desert. This case study addresses the complex issue of ensuring and maintaining high-quality standards in large-scale substation projects situated in the challenging environment of the sub-Saharan desert, highlighting the importance of effective project management and international project execution expertise. The case study is from quality management knowledge area and focuses on identification of root cause of quality noncompliance and for better decision-making in projects. Complexity academic level The teaching case is designed for undergraduate and postgraduate courses in project management, civil engineering and architecture domain. The participants will be able to understand the application of various quality tools, statistical process tools and control charts in problem identification, categorization, root cause identification and decision-making. Supplementary material Teaching notes are available for educators only. Subject code CSS2: Built environment
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Pub Date : 2024-04-25DOI: 10.1108/eemcs-03-2023-0088
Ashutosh Dash, Rahul Pramani
Learning outcomes The primary objectives of the case study are to get the participants exposed to the issues of working capital which even profitable companies face on a day-to-day basis; give the participants an understanding of how to balance the, at times, conflicting objectives of increasing profits and sales through favorable credit terms; and expose them to the impact of increase in inventory levels and average collection period on margins in a period of slow growth. They will also learn about the concept of factoring and its uses. Case overview/synopsis The case study is about a group of companies engaged in education, steel fabrication and oil businesses owned by a single proprietor. The company was based in Fatehnagar which was part of Hyderabad district in the state of Telangana, India, and the case study traces the origins of the group from 1960s to 2021. The group was invested the surplus cash flows from the oil business to initiate and expand other businesses during this period. The economic downturn due to the COVID-19 pandemic had hit the company, particularly its oldest business – Noble Chemical Agency. The oil business was facing issues related to its growth and profitability, and the uncertainty around COVID-19-related restrictions had only augmented the fears of the management. The case study looks at issues and the dilemma which the owner of the company faced. The case study highlights various issues related to working capital management, especially related to receivables management and inventory levels faced by businesses during the slow-growth phase. It demonstrates how working capital management issues, if not resolved in time, can lead to insolvency of even a successful company with a sound business model. Complexity academic level The case study is meant for teaching in postgraduate management programs (Master of Business Administration and Postgraduate Diploma in Management) in the following courses: corporate finance/financial management course in the first year (the case study should be taught towards the end of the course); and management accounting courses in first year (the case study should be positioned in the middle of these courses). The case study can also be used to highlight issues related to working capital and small business management in a Management Development Programme (MDP) course for “Finance fundamentals for non-finance executives”. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and finance.
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Pub Date : 2024-04-23DOI: 10.1108/eemcs-10-2023-0413
Rekha Attri
Learning outcomes After completion of the case study, the participants would be able to understand the challenges in building a sustainable homestay tourism business; develop a positioning statement for La Pinekonez which builds a unique competitive advantage; and outline elements of the business strategy to profitably sustain and grow a sustainable tourism homestay in terms of service offering, pricing, marketing and operations. Case overview/synopsis La Pinekonez Homestay, located in the beautiful region of Himachal Pradesh, India, is the subject of this case study, which explores both its successes and its difficulties. In August 2022, Arvind, the dedicated sole proprietor of La Pinekonez, grappled with multifaceted challenges, the first being the foray of established hotel chains into the homestay business. As the protagonist, was is in dilemma of preserving La Pinekonez’s unique identity amidst corporate competitors, particularly with regards to differentiating from the expanding hotel chains. The clash between customer expectations for hotel-like amenities and the homestay’s commitment to sustainable tourism presented a crucial challenge. Negative reviews questioning the authenticity of La Pinekonez’s green initiatives heightened the complexity. Adding to Arvind’s predicament were the seasonal fluctuations in tourist inflow and his aspiration to embrace immersive tourism trends. This case study facilitates exploration of strategic positioning, sustainability management and marketing strategies in the dynamic and competitive hospitality industry. It also offers insights into the complexities of balancing differentiation, customer satisfaction and sustainability while navigating the evolving landscape of tourism trends. Complexity academic level This case study is suitable for students of tourism and hospitality management at postgraduate level. The case study can be discussed once the basic concepts of hospitality management and service dimensions are covered. Supplementary material Teaching notes are available for educators only. Subject code CCS 12: Tourism and hospitality.
学习成果完成本案例研究后，学员将能够理解建立可持续发展的民宿旅游业所面临的挑战；为 La Pinekonez 制定一份定位声明，以建立独特的竞争优势；并从提供服务、定价、营销和运营等方面概述可持续发展的民宿的盈利和发展经营战略要素。案例概述/简介本案例研究的主题是位于印度喜马偕尔邦美丽地区的 La Pinekonez 民宿，探讨了该民宿的成功与困难。2022 年 8 月，La Pinekonez 的唯一经营者 Arvind 全力应对多方面的挑战，首先是成熟的连锁酒店进军民宿业。作为主人公，他陷入了两难境地：如何在企业竞争者中保持 La Pinekonez 的独特身份，尤其是如何与不断扩张的连锁酒店区分开来。顾客对酒店式设施的期望与民宿对可持续旅游的承诺之间的冲突构成了严峻的挑战。质疑 La Pinekonez 绿色环保措施真实性的负面评论加剧了问题的复杂性。游客流入量的季节性波动以及他对身临其境的旅游趋势的渴望使 Arvind 雪上加霜。本案例研究有助于探索在充满活力和竞争的酒店业中的战略定位、可持续发展管理和营销策略。本案例研究适合旅游和酒店管理专业的研究生学习。在学习了酒店管理和服务方面的基本概念后，便可讨论该案例研究。补充材料教学说明仅供教育工作者使用。
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Pub Date : 2024-04-22DOI: 10.1108/eemcs-09-2023-0358
Djiby Anne
Learning outcomes After the completion of this case study, students will be able to understand the importance of being close to local people when embarking on social business; understand that clear purpose and good decision-making can lead to great outcomes; and learn that innovation is crucial to ensure sustainability of both business and impact. Case overview/synopsis The case highlights the journey of Laiterie du Berger (LDB), a social enterprise in the agribusiness industry and the challenges faced as it expands and innovates. LDB’s roots lie in its commitment to social impact, aiming to uplift the Fulani livestock farmers and address socioeconomic issues. The company’s business model prioritizes people over profits, focusing on sustainable development and poverty alleviation. The LDB case showcases the challenges and opportunities in the agribusiness industry. LDB’s commitment to social impact, demonstrated through its support for farmers and sustainable farming practices, has been integral to its success. As the company expands and innovates, it faces critical decisions that require balancing financial growth with social responsibility. By embracing development, innovation and collaboration, LDB can continue to be a catalyst for positive change in the agribusiness industry while staying true to its roots and the principles that have defined its journey. Complexity academic level This case study is designed for bachelor’s and master’s degree students in the field of entrepreneurship and innovation, as well as MBA students. The case focuses on social entrepreneurship with the example of an agribusiness company located in Senegal, prioritizing social impact and quality of life. The case study explores the dynamics of the sector, including expansion strategy, innovation initiatives and the dilemma of balancing social mission and profit that social entrepreneurs may be facing. By analyzing this real-world situation of LDB, students will have the opportunity to enhance their decision-making skills. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship
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Pub Date : 2024-04-16DOI: 10.1108/eemcs-10-2023-0380
V. Dani, Avadhanam Ramesh, Bikramjit Rishi
Learning outcomes After working on the assignment questions, the learners can achieve the following learning outcomes: understand the buying behavior towards sustainable products in the context of mindful consumption and product characteristics, appraise the market segmentation and positioning strategy of a sustainable business, understand the application of 5C’s framework for a sustainable business and critically evaluate a new sustainable business’s challenges in the emerging business environment. Case overview/synopsis Dr Joe Fenn, founder and director of PFoods, with extensive experience in the pharma industry overseas, observed a decline in the consumption of traditional dairy foods. Alternative plant foods come as a savior to people who are lactose intolerant and offer a host of health benefits with low environmental impact. Riding on the waves of veganism and sustainable foods, he saw an opportunity in India. PFoods developed and launched two products, namely, Just Plants (plant-based milk alternative) and Plotein (plant-based protein alternative), in collaboration with scientists at the Indian Institute of Science, a premier scientific institution in India, and PMEDS (PreEmptive Meds), a US-based nutraceutical Company. PFoods launched and pilot-tested Just Plant, a dairy alternative substitute for milk in select reputed organizations in Bangalore. The upcoming challenges for Fenn would be to select the right segment, educate the market and position the product that would resonate well with the target customers. Complexity academic level The case study suits undergraduate and graduate courses such as marketing management, sustainable marketing and sustainable business. The case study can also be used in entrepreneurship management and entrepreneurial marketing courses to introduce the challenges of a sustainable startup. The case study highlights the marketing challenges faced by the disruptive and growing plant-based foods or alternative dairy industry in emerging markets. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
学习成果在完成作业问题后，学习者可以实现以下学习成果：从注意消费和产品特性的角度了解可持续产品的购买行为，评估可持续企业的市场细分和定位战略，了解可持续企业 5C 框架的应用，批判性地评估新兴商业环境中新的可持续企业所面临的挑战。案例概述 PFoods 的创始人兼董事 Joe Fenn 博士在海外制药行业拥有丰富的经验，他发现传统乳制品食品的消费量在下降。另类植物食品成为乳糖不耐症患者的救星，不仅对健康有益，而且对环境影响小。在素食主义和可持续食品浪潮的推动下，他看到了印度的商机。PFoods 与印度首屈一指的科研机构印度科学研究所的科学家和美国营养保健品公司 PMEDS（PreEmptive Meds）合作，开发并推出了两种产品，即 Just Plants（植物性牛奶替代品）和 Plotein（植物性蛋白质替代品）。PFoods 在班加罗尔的一些知名机构推出了 Just Plant，并对其进行了试点测试。芬恩即将面临的挑战是选择正确的细分市场，教育市场，并对产品进行定位，以引起目标客户的共鸣。复杂性 学术水平该案例研究适合本科生和研究生课程，如营销管理、可持续营销和可持续商业。本案例研究还可用于创业管理和创业营销课程，介绍可持续初创企业面临的挑战。本案例研究强调了在新兴市场中具有颠覆性和成长性的植物性食品或替代性乳制品行业所面临的营销挑战。补充材料教学说明仅提供给教育工作者。
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